EMERGENCY CARE REDESIGN: THE DIGITAL NEXT STEP · EMERGENCY CARE REDESIGN: THE DIGITAL NEXT STEP...
Transcript of EMERGENCY CARE REDESIGN: THE DIGITAL NEXT STEP · EMERGENCY CARE REDESIGN: THE DIGITAL NEXT STEP...
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EMERGENCY CARE REDESIGN:
THE DIGITAL NEXT STEP
Richard D. Zane, MD, FAAEM
The George B. Boedecker Professor and Chair
Department of Emergency Medicine
Executive Director, Emergency Services
Chief Innovation Officer
University of Colorado Health
National Quality, Clinical Risk and Safety Conference
September 29, 2017
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Conflicts and Disclosures
My opinions are my own and do not represent the University of Colorado, the Board of Regents of the University of Colorado or the State of Colorado
Department and System Equity and Revenue Positions
Burst IQ
Scribe America
RxRevue
AgileMD
LeanTaas
Knowledge Factor
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The Digital Next Step
An abbreviated case study
Using data to inform process and improve quality
digital solutions for 3 problems
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UCH ED Case Study
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• Only academic medical center in the region
• 639 beds
• 48,909 annual admissions
• 1,000,522 outpatient encounters
• 101,374 ED visits annually
• Over 6,000 staff and faculty
• Magnet status for 10 years
• 2011 and 2012 UHC Quality Award
winner
• #1 hospital in Denver – US News & World
Report
• #15 – US News & World Report
University of Colorado Hospital
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$3.2 billion in revenue
10 hospitals
2,220 hospital beds
21 freestanding ED
31 total
9 Urgent Care Centers
113,315 admissions and OBS visits
11,512 babies delivered
66,111 surgeries
550,000 emergency visits
1.6 million unique patient lives
University of Colorado Health
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Go Back to 2013
Capacity constraints
Patient and provider dissatisfaction
Damaged relations with EMS & provider community
Move to new facility
….in 8 months
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Guiding Principles
Patient Centered
Data Driven
Central Discipline
Local Control
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11
“We have a strategic plan.
It’s called doing things.”
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Setting the Vision
Focus on the wildly
important
Challenge everything
… But focus on the
wildly important
Speak with 1 voice
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ED Clinical Leadership Overview
ED Leadership Committee
Process
Improvement
Committee
Clinical Operations
Committee
Clinical Quality and
Safety Committee
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Quality
Patient Satisfaction
Staff/Faculty Satisfaction
Patient Throughput/Flow
Hours per Patient Visit
Efficiency & Productivity
Staff Cost
Waste – Non Value Add
Variability & Errors
Sentinel Events
Patient Wait Time
Hunting & Gathering
Door to Provider Time
Budget Neutral
INCREASING WHILE… DECREASING
TO REMAIN
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Process Improvement Methodologies 15
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Current State – Employee Mix
Providers
RNs
Techs
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Current vs. Future: Standards of Work
ROLE ACTIVITY Future % of Role
MD
Patient Care up
Waiting time (lab) down POCT
Waiting time (pt not ready) down Transfer to tech
Looking for unstocked items down Transfer to CS
Waste Time unchanged
Charting unchanged
RN
Patient Care up
Drawing blood/starting IV down Transfer to tech
Stocking down Transfer to CS
Transport down Transfer to Transport
Cleaning Room down Transfer to EVS
Waste Time unchanged
Charting unchanged
Pod Tech Patient Care up
Stocking down Transfer to CS
Transport down Transfer to Transport
Cleaning Room down Transfer to EVS
Waste Time unchanged
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Evidence Based Approach 20
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RPM Recommendations
Increased Throughput
thru Improved Processes
Elimination
of triage and
the waiting
room
Job Righting
Team Nursing
Point of Care
Testing
Clinical
Decision
Unit
Housekeeping,
Transport,
Central Supply,
Scribes
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High Fidelity Testing
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Implement
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ED Patient Flow 24
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Standard Work: Pivot Lead Tech Owners Approved By: Revision Date
ED Charge Nurses
ED Techs
April Koehler, RN
Rob Leeret, RN
Kelly Bookman
10/4/13
Purpose Define the role of a Pivot Lead Tech
Goals: Decrease LOS, decrease door to provider, no WR, direct rooming of high acuity patients.
Scope Presentation to front entrance of the Emergency Department through placement in patient exam room or Intake room
Definitions Open bed
Pivot Lead Tech
Front End Tech
Pivot CTA
Intake Room
Red Patient
Any staffed bed in department
Minimum requirement: ED Tech with minimum 3 months experience in ED setting
combined with completion of Pivot Lead Training Class
See requirements for an ED Tech; Roles divided into Vitals Tech and Runner Tech.
Responsible for placing patient in Intake Room and/or transporting patient to
exam room in Main ED
See requirements for CTA
Chief complaint and assessment done by Intake MD. Initial vital signs done by front
end vitals tech
High acuity patient…..
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Intake/Front End Best Practices
Male exposure to STD
URI symptoms
Rash
Extremity pain after minor trauma
Back pain w/o neuro deficits
Dental pain
Medication refills without symptoms
Chronic pain
Low mechanism MVC
Conjunctivitis with no concern for corneal abrasion
Classic UTI symptoms in otherwise healthy young female
Mild cellulitis
Insect bite
Mild allergic reaction
Wound check
Suture removal
Mild anxiety
Numbness/tingling with normal neuro exam
Neck pain
Epigastric pain classic for gastritis
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* no previous data * no previous data * no previous data
* no previous data
* no previous data
99218 OBSERVATION CARE,LVL I
33.7% 17.5% 2.48
23.8% 25.5% -0.52
Standard Deviation vs.
Department MeanDept MeanProvider
CY15 DC from Intake
CY15 Sent to Supertrack
ECG Performed for Presenting Complaint of
Chest Pain (PQRS#54) or Syncope
(PQRS#55)
Provider Department Mean
100% 98.50%
FY15 Q3+Q4 12.09 7.82 3.52 FY15 Q3+Q4 3.02 2.13 3.03 FY15 Q3+Q4
DR. RICHARD D ZANEProvider Dashboard, Updated Through December 2015
RVU per Hour Worked Patients per Hour Worked - Main Department Overall Length of Stay - Main DepartmentProvider versus Dept Mean - 6 Quarter Analysis Provider versus Dept Mean - 6 Quarter Analysis Provider versus Dept Mean - 6 Quarter Analysis
164 183 1.19
Provider Dept Mean
Standard Deviation vs.
Department MeanProvider Dept Mean
Standard Deviation vs.
Department Mean Provider Dept Mean
Standard Deviation vs.
Department Mean
137 181 2.29FY16 Q1+Q2 3.25 2.11 4.29 FY16 Q1+Q2
Provider Dept Mean
Standard
Deviation vs.
Department Mean Provider Dept Mean
Standard Deviation
vs. Department
Mean
FY15 Q3+Q4 ED LOS for Inpt Admit (Door to Order) 137 185 4.42
143 118 -0.69FY15 Q3+Q4 ED LOS - Discharge Pts 183 200 0.88 FY15 Q3+Q4 ED LOS - Door to ED CDU Admit Order
FY16 Q1+Q2 ED LOS for Inpt Admit (Door to Order) 129 183 2.84 CDU Admit Decision to Depart - Not Included in Overall ED Length of Stay
FY15 Q3+Q4 CDU LOS Overall (Admit Order to DC, IP, TF Dispo) (hrs) 10.1 10.7 0.26
Percent of Total Billed Evaluation & Management, Critical Care and Observation Codes Q3 & Q4 FY15 Comparison
FY16 Q1+Q2 CDU LOS Overall (Admit Order to DC, IP, TF Dispo) (hrs) 9.8 10.5 0.37
Based on UPI Billing Data Provider Q1 & Q2 FY16 Dept Mean Q1 & Q2 FY16Provider Q3+Q4 FY15 Dept Mean Q3+Q4 FY15
CRITICAL CARE 99291 CRITICAL CARE,FIRST 30-74 MIN 2.7% 5.6%4.6%
99282 EMERG VISIT-LVL II 1.2% 0.7%
4.0%
99292 CRITICAL CARE,EA ADD 30 MN 0.0% 0.4%0.0% 0.0%
99285 EMERG VISIT-LEVEL V 24.2% 45.9%21.3% 28.0%
OBSERVATION 99234 OBSERV/HOSP SAME DATE/LOW 0.0% 0.0%0.0% 0.0%
99236 OBSERV/HOSP SAME DATE/HIGH 0.0% 0.1%0.6%
99235 OBSERV/HOSP SAME DATE/MODERATE 0.0% 0.0%0.0% 0.0%
Intake Metrics
99217 OBSERVATION CARE DISCHARGE 0.0% 0.2%0.0% 4.0%
99219 OBSERVATION CARE,LVL II 0.0% 0.0%0.3% 1.0%
99220 OBSERVATION CARE,LVL III 0.0% 0.7%3.7% 7.0%
1.0%0.0% 0.1%0.3% 2.0%
99284 EMERG VISIT-LVL IV 44.8% 26.0%
FY16 Q1+Q2 13.00 7.01 *
Provider versus Dept Mean - 6 Quarter Analysis
Discharge Length of Stay and ED LOS for Inpt Admit (Door to Order)
FY16 Q1+Q2 ED LOS - Door to ED CDU Admit Order 74 114
Provider versus Dept Mean - 6 Quarter Analysis
Door to ED CDU Admit Order and CDU LOS Overall (Admit Order to DC, IP, TF
Dispo) - Main DepartmentMain Department
Total FY16 Outside CME Hours Earned
1.50
1.74FY16 Q1+Q2 ED LOS - Discharge Pts 157 195 1.74
39.9% 28.0%
0.0% 1.0%
99283 EMERG VISIT-LVL III 25.8% 19.7%29.0% 23.0%
EMERG 99281 EMERG VISIT-LVL I 1.2% 0.6%0.3% 1.0%
-2.9% -0.4% 0.6% 0.5% 6.1% 18.9% -21.7% 0.0% 0.0% -0.1% -0.1% 0.0% -0.7% -0.2%
-10000.0%
-8000.0%
-6000.0%
-4000.0%
-2000.0%
0.0%
0.0%5.0%
10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0%55.0%60.0%
99291 CRITICALCARE,FIRST 30-74 MIN
99292 CRITICAL CARE,EAADD 30 MN
99281 EMERG VISIT-LVL I 99282 EMERG VISIT-LVL II 99283 EMERG VISIT-LVL III 99284 EMERG VISIT-LVL IV 99285 EMERG VISIT-LEVELV
99234 OBSERV/HOSPSAME DATE/LOW
99235 OBSERV/HOSPSAME DATE/MODERATE
99236 OBSERV/HOSPSAME DATE/HIGH
99218 OBSERVATIONCARE,LVL I
99219 OBSERVATIONCARE,LVL II
99220 OBSERVATIONCARE,LVL III
99217 OBSERVATIONCARE DISCHARGE
CRITICAL CARE VISITS-EMERG VISITS-OBSERVATION
Provider Q1+Q2 FY16 Provider Q3+Q4 FY 15 Dept Mean Q1+Q2 FY16
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
Q3 (Jan - Mar) Q4 (Apr - Jun) Q1 (Jul - Sept) Q2 (Oct - Dec) Q3 (Jan-Mar)
FY15
Provider Dept Mean
Pts/Hr
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Q1 (Jul - Sept) Q2 (Oct - Dec) Q3 (Jan-Mar) Q4 (Apr - Jun) Q1 (Jul - Sept) Q2 (Oct - Dec)
FY15 FY16
Provider Dept Mean
RVU/Hr
FY16 % Difference from Mean
Percentof Total
Mins
0
50
100
150
200
250
Q1 (Jul - Sept) Q2 (Oct - Dec) Q3 (Jan-Mar) Q4 (Apr - Jun) Q1 (Jul - Sept) Q2 (Oct - Dec)
FY15 FY16
Provider Dept Mean
0
50
100
150
200
250
Q1 (Jul - Sept) Q2 (Oct - Dec) Q3 (Jan-Mar) Q4 (Apr - Jun) Q1 (Jul - Sept) Q2 (Oct - Dec)
FY15 FY16
Provider - DC LOS Dept Mean - DC LOSProvider - ED LOS for Inpt Admit (Door to Order) Dept Mean -ED LOS for Inpt Admit (Door to Order)
Mins
0.0
5.0
10.0
15.0
20.0
25.0
020406080
100120140160180200
Q1 (Jul - Sept) Q2 (Oct - Dec) Q3 (Jan-Mar) Q4 (Apr - Jun) Q1 (Jul - Sept) Q2 (Oct - Dec)
FY15 FY16
Provider - Door to ED CDU Admit Order Dept Mean - Door to ED CDU Admit order Provider - CDU LOS Overall Dept Mean - CDU LOS Overall
Mins
Overal l LOS (Hrs)Std Dev
Std Dev
Std DevStd DevStd Dev
01/28/2016 01:48 PM
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Results
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9
11 10
9 9 9 8
9 8
9 8 8
0
50
100
150
200
250
300
0
5
10
15
20
25
30
35
40
45
Num
ber
of
Patient
s -
Cens
us
Min
utes
- D
oor
to P
rovi
der
Door to Provider
Median minutes Goal Daily Census
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3.50%
0.65% 0.64%
0.23% 0.31% 0.27% 0.21% 0.18%
0.39% 0.28% 0.30% 0.26%
0.16%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
Perc
ent
of
Tota
l Patient
s Seen
LWBS
LWBS Goal
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204
172 182
173 165
158 159
147 152 151 147 150 150 148
0
50
100
150
200
250
6m prior to go-live2013 Q4 2014 Q1 2014 Q2 2014 Q3 2014 Q4 2015 Q1 2015 Q2 2015 Q3 2015 Q4 2016 Q1 2016 Q2 2016 Q3 2016 Q4
Min
utes
DC LOS Minutes Goal
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ED Staff Cost
$10,000
$11,000
$12,000
$13,000
$14,000
$15,000
$16,000
$17,000
$18,000
$19,000
250
300
350
400
450
500
550
600
650
700
750
Hrs/Day vs. Cost/Day
Hours
Cost
Hrs/Day Cost/Day
Pre Post
35
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National Database for Nursing Quality Indicators Mean Practice Environment Scale
75th
Percentile
25th
Percentile
90th
Percentile
90th
Percentile
90th
Percentile
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Comparison to Benchmarks 37
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ADD PAPER HERE
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39
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Process and Quality Redesign Site Visitors (2013-
Present)
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But………
Variability
Dissemination
Pace of Change
Can technology really be deployed in healthcare without
increasing cost and decreasing efficiency?
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43
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What about healthcare?
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pharyngitis
470,000
3,320
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How do we do this?
Embrace Innovation
Embrace Industry
Don’t reinvent the wheel
Take advantage of Colorado
CARE Innovation Center
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# 7 DIGITAL
HEALTH
FUNDING,
USA
145M INVESTMENTS
MADE IN 2015
125 ECOSYSTEM
COMPANIES
2015
TOP
10 DIGITAL HEALTH ACTIVITY
Colorado Digital Health
Ecosystem
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Cedars Sinai
Mayo Clinic
Partners Health
Providence
Innovation Space Competition
Stanford
Cleveland Clinic
Johns Hopkins
UPMC
Integrated Academic Health Systems
Intermountain
Florida
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Applied Decision Science Lab
• Team • Clinician Subject Matter Experts
• Physician Informaticists
• Physician programmers
• Implementation Scientist
• Economist
• Data architects
• Data scientist
• Data analyst
• Venture analyst
• One robust instance of an Electronic
• Horizontally and vertically integrated
healthcare system as lab
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Solve problems
Would we want to be a customer If we do, you likely will
Is there a revenue opportunity
Is there an equity opportunity
Does the partner have a team
Have they had success
Are they well funded
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Three problems (maybe yours?)
Nobody follows guidelines and Clinical Decision Support is too hard
Hard stops
Too many clicks
Nobody follows paper guidelines or leaves their work-flow
Over prescribing
Opioids are killing people
Can’t remember every medicine
Knowledge dissemination
Emailing a presentation and quiz is not dissemination
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Can an EMR help providers make informed
decisions?
85%
5-75%
1/5
Alert/warning fatigue
24/7/365 50%
Clicked into submission
Kung, J, et al, Failure of Clinical Practice Guidelines to Meet Institute
of Medicine Standards
JAMA, 2012;172(21):1628-1633
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60
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Can CDS be better?
Integrated into workflow
No hard stops
No alerts
Fewer clicks
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Background
62
Goal: To integrate evidence based CDS into the EHR workflow
Approach
2013 The White Binder
2014 ED Physician Dashboard
Integrated into Epic clinical workflow!!!
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“SMART PathwaysTM” For Emergency Care
AgileMD is a software platform
that streamlines clinical workflow
and supercharges clinical decision
support within a health system’s
electronic medical record system.
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HOME
ALL PATHWAYS
ORDER-INTEGRATED
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<Insert graphic/screenshot/illustration>
QUEUE UP MULTIPLE ORDERS
HYPERLINK TO ORDER
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In a year
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v
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v
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\
Length
of
Sta
y in
ED
(min
ute
s)
Decreasing Length of Stay
Chest Pain
↓ 39 mins (18%)
Etoh
↓ 150 mins (62%)
Migraine
↓ 67 mins (36%)
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Decreasing Variance in Length of Stay
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Next
Nursing
Oncology
Thoracic Surgery
Primary Care
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The Prescribing Problem
Indications change day to day
Antibiotics are incorrectly and overprescribed
Patients have skin in the game
Opioids are a scourge
Biologics and immunotherapy
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75
The New Way Of Prescribing - Discharge Guidance
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76
Select Medication
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77
The New Way Of Prescribing - Sign Order
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78
UCHealth Development Partnership Results
• Launched October 2016
• Currently used by 182 prescribers in UCHealth’s largest ED
• Has been used for more than 2,000 prescription decisions since launch
• Prescribers are selecting an RxCheck recommendation 55% of the time
• Selection of RxCheck recommendations has grown 28% since launch
• UCHealth has identified 10 minutes of time savings, per prescriber during
each shift
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Outcomes Data
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Next
Expand to all 30 ED’s
Include >75% of all medications
Pilot with primary care
Pilot with Heart Failure
Partnership with Novartis
Partnership with Anthem
80
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Opioids
Epidemic
Regulation
Prescription Drug Monitoring Program (PDMP) is next
to useless
81
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PDMP and Appriss
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Appriss/PDMP platform
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Appriss/PDMP platform
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Results
Significant decrease in New prescriptions
Significant decrease in pills prescribed
Significant decrease in provider variability
PDMP utilization increased from 9% to 75%
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Knowledge Dissemination
If it’s important, how do we teach 400 staff?
Is an emailed powerpoint and quiz the best we can
do?
HealthStream
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• Founded in 2000 and is based in Boulder, Colorado - formerly
known as Vivis Inc.
• Neuroscience-based education develops a learning software that
improves knowledge transfer and enables long-term learning
• Accelerated memory protocol systematically translates information
from a textbook, training document, or study material into a
learner’s long-term memory.
• Uses memory and learning characteristics to focus on acquiring,
retaining, and recalling.
• Professional test prep, industry (food, manufacturing)
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Amplifire helps
hospitals find and fix the
confidently held
misinformation that
leads to patient harm
and financial loss.
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Results
Knowledge acquisition and retention increased
significantly
Significantly higher pass rate
Outcomes pending……
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Our Partners
Active
Actively Pursuing
Inactive
XebraPro
CodaMedica
Hatten Antidot
e
SupplyNET
Nicklas App
iImpact
LifeBoard
Axlepia
Pending
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94
THANK
YOU